Using Your Selling Style As A Differentiator

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Using Your Selling Style As A Differentiator

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In a crowded marketplace, many sales people struggle to differentiate themselves.

Usually, we will revert to features, pricing, or a host of other things that our competitors can quickly copy.

However, one of the hardest things to replicate is style. And believe it or not, we can definitely use our selling style as a key differentiator in every sale.

To learn how to leverage our selling style as differentiator, we sat down with Tim Kuehn, vice president of global sales and supply chain with ITS. He showed us how his team has systemized selling their process as a differentiator.

Because we’re trimming hope from our sales strategy, we’ll use the acronym TRIM to guide us through creating a system with a trigger, ensuring it’s repeatable, building in ways to improve it and of course, ensuring it’s measurable and getting us results.

T – Trigger: Tim said that the trigger for this system is dependent on the inventory or delivery capability we have. We don’t want to make the mistake of selling something that we can’t deliver, but as soon as we know that we can deliver it then we can trigger a sales system that leverage is our unique selling style.

R – Repeatable: to make the system repeatable, Tim says to first template the information that you need to learn from your customers and ensure that everyone of your questions is in alignment with some thing your customer needs.

Because we are leveraging your sales process as a differentiator, we will want to make sure that every part of it drives value for your customers in addition to getting you what you need to customize a solution for them.

Second, develop talking points that will explain why what you sell meets a need that your prospects have. This is why it is critical to map out the information that you need from your prospects and customers ahead of time; every one of their needs can link with one of your prepared talking points.

Third, insure that you are using your service and support team as part of the differentiators you are offering in your sales process. Determine what your service and support team does well, or better than anyone else, and ensure that this unique factor in your company is leverage as a differentiator.

Finally, learn your customers decision making process and use that to align your sales process to ensure maximum efficiency. Many sales are delayed for weeks or months as sales people try to shoehorn their process into the way their customers by. One of your key differentiator should be that you are flexible enough to mold your sales process around how your customers prefer to buy.

I – Improvable: to improve the system, ask the question, did we provide everything that our customer needs to make a decision on this call? While you may not be able to answer every question on a single call, you can definitely improve leveraging your selling process as a differentiator by setting benchmarks for every conversation. This ensures that every account makes progress with every call.

M – Measurable: to measure the effectiveness of the system, Tim recommends we track our response time. One differentiator that is easy to overlook is responsiveness. If we are trying to leverage our selling style as a differentiator, we need to make sure that our selling style helps us stand apart, and responsiveness is one of the easiest and cheapest ways to do that.

In a stressful environment like sales, we want to make sure that we are positioning ourselves for success ahead of time. What easier way to do that than to leverage one of our existing tools? Ensure that your sales style is a differentiator that sets you apart!

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